2012 Employment Equity
Narrative Report
Scotiabank (005027)
Human Resources
44 King Street West, 12th Floor
Toronto, Ontario M5H 1H1
www.scotiabank.com
®
Registered trademark of the Bank of Nova Scotia.
Table of Contents
I. ABOUT SCOTIABANK .......................................................................................................................1
II. INTRODUCTION ..............................................................................................................................1
OUR STAND ON EMPLOYMENT EQUITY ....................................................................................................................1
OUR GLOBAL DIVERSITY AND INCLUSION STRATEGY ...............................................................................................2
REPORTING ON EMPLOYMENT EQUITY ....................................................................................................................2
III. OUR WORKFORCE .........................................................................................................................3
OUR TOTAL CANADIAN WORKFORCE .......................................................................................................................3
DESIGNATED GROUPS IN OUR WORKFORCE ............................................................................................................3
A. WOMEN IN OUR WORKFORCE.........................................................................................................................4
B. VISIBLE MINORITIES IN OUR WORKFORCE .......................................................................................................7
C. ABORIGINAL PEOPLE IN OUR WORKFORCE .....................................................................................................9
D. PERSONS WITH DISABILITIES IN OUR WORKFORCE .......................................................................................12
RECRUITMENT.........................................................................................................................................................14
IV. OUR CULTURE OF INCLUSION ...................................................................................................... 15
A. COMMUNICATION AND ENGAGEMENT .............................................................................................................16
B. RESPONDING TO EMPLOYEE CONCERNS ............................................................................................................18
C. POLICY FRAMEWORK ..........................................................................................................................................20
D. LEARNING AND DEVELOPMENT .........................................................................................................................20
E. EMPLOYEE HEALTH .............................................................................................................................................21
V.
INVESTING IN THE COMMUNITY ............................................................................................... 23
A LAST WORD .................................................................................................................................. 23
APPENDIX A: AWARDS AND ACHIEVEMENTS .................................................................................... 24
APPENDIX B: SPONSORSHIPS AND DONATIONS ................................................................................ 24
I. ABOUT SCOTIABANK
Scotiabank is a leading multinational financial services provider and Canada's most
international bank. Since welcoming our first customers in Halifax, Nova Scotia, in 1832,
Scotiabank has continued to expand its global reach. Today, through our team of more than
82,000 employees, Scotiabank and its affiliates offer a broad range of products and services,
including personal, commercial, corporate and investment banking, to over 19 million
customers in more than 55 countries around the world. Scotiabank has assets of more than
$668 billion (October 31, 2012) and trades on both the Toronto and New York stock exchanges.
Scotiabank had a record year in 2012, with net income of $6.5 billion, exceeding all of our key
financial and operational objectives. We welcomed new customers in Canada and
internationally this year, while continuing to provide excellent service to our existing clients.
Our business continued to grow and diversify in 2012, and we continued to make key strategic
investments. This year, we announced our purchase of ING DIRECT Canada, the largest
acquisition in our history. We also made one of our largest-ever international acquisitions by
purchasing a 51% stake in Colombia’s fifth-largest bank, Banco Colpatria. This gives Scotiabank
a solid footing in Colombia’s fast-growing economy, while further extending our presence,
unparalleled among our peers, in the key Latin American markets of Peru, Chile, Mexico and
Brazil. On the wholesale side, we built upon our leading niche expertise in energy financing with
the acquisition of U.S. energy firm Howard Weil, which widens our product footprint and
increases our dedicated equity sales, trading, and research capabilities in the U.S.
In Canada, our employee base is 33,064 (regular full-time and part-time) as of December 31,
2012. We provide a full suite of financial advice and solutions, supported by an excellent
customer experience, through 1,181 branches and offices, over 3,488 automated banking
machines, as well as Internet, mobile and telephone banking, specialized sales teams, and thirdparty channels.
II. INTRODUCTION
OUR STAND ON EMPLOYMENT EQUITY
At Scotiabank, we pursue employment equity not only because we know it’s the right thing to
do, but also because, for us as a financial institution, it’s a great advantage when the right thing
to do also makes excellent business sense. That’s because of who we are and where we are.
Canada, our home base, is one of the world’s most multicultural nations. As a business
operating here and around the world, we don’t just embrace diversity, we need it. We don’t
just hope that Canadian Scotiabankers reflect all Canadians, we need to make sure they do.
Scotiabank Employment Equity Narrative Report 2012
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The best talent from all communities, and with all abilities, is what we seek in order to truly
understand and serve our customers. As our customer demographics change, we need to
leverage the abilities of a workforce that responds to and reflects our communities. It’s a
compelling business case, a competitive advantage, and good business strategy. We say it is an
important key to business sustainability.
Our comprehensive policies, combined with a focus on a culture of inclusion, reflect our
commitment to employment equity. We engage our employees in innovative programs that
support our culture of inclusion and bring to life our global community of Scotiabankers. This
approach has helped us attract a full spectrum of great people. As further validation for our
Diversity & Inclusion Strategy, the Great Place to Work Institute has recognized Scotiabank as
one of the Top 100 best places to work in Canada.
OUR GLOBAL DIVERSITY AND INCLUSION STRATEGY
We launched our Global Diversity and Inclusion Strategy in 2009 and immediately started
putting it into action. Our commitment to its goals starts at the top and links to every level of
our organization. Our Chief Executive Officer is its champion and our Executive Management
Team follows through with Executive Champions, performance targets, and action plans.
From there, our many communications vehicles take the message to every employee. Building
awareness and creating learning opportunities is just the beginning. We engage our employees
by getting their input, we listen to their feedback, and we get them involved in shaping our
programs.
Our Diversity and Inclusion website at scotiabank.com/diversityandinclusion is where we share
our commitment, beliefs, and goals with everyone. It’s where our employees tell their own
stories about their experiences as Scotiabankers. Our parallel internal website, the Diversity
and Inclusion Fountain, is our hub for news, learning, and most importantly, getting involved.
Our system of goal-setting, tracking, measuring, and evaluating gives us a constant reading on
how well we’re doing. It keeps us focused and creates momentum for achieving results.
REPORTING ON EMPLOYMENT EQUITY
In this report, we start with where we are on representation for the four designated groups and
what we’re doing to implement our Global Diversity and Inclusion Strategy. Then we talk about
how we create and promote a culture of inclusion throughout our organization and how we
show that we value and respect every one of our unique Scotiabankers.
Scotiabank Employment Equity Narrative Report 2012
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III. OUR WORKFORCE
OUR TOTAL CANADIAN WORKFORCE
The table below shows statistics about our total Canadian workforce over the past five years. In
2012, we had slightly more new hires and fewer exits than in 2011.
Table 1: Scotiabank’s Total Canadian Workforce as of December 31
Total
(Regular full-time and
part-time)
2012
33,064
2011
32,111
2010
31,921
2009
31,046
2008
30,977
Hires
Promotions
Exits
4,465
3,870
4,073
3,058
4,502
3,147
3,261
3,096
2,001
2,881
3,565
3,618
3,307
3,074
3,931
Note that any variances in the above Canadian workforce numbers are attributable to changes
in employee status, transfers within Scotiabank worldwide, or changes in National Occupation
Classification coding.
DESIGNATED GROUPS IN OUR WORKFORCE
Employment Equity is about more than just numbers, but numbers are very important. They
can affirm that our plans and policies are working well or signal that we need to try something
different to reach our goals. We gather information about our workforce in two ways:

People Reports. This database tracks designated group representation by business line and
key support function. We use it to assess our progress on the targets we set for each fiscal
year.

Workforce Census. As employees participate in this survey (accessible on line and in
alternative formats), they can self-identify as members of one or more designated groups.
New employees complete the survey, but we also remind employees to revisit it at key
points (such as on their anniversary date, when they enrol for benefits, or when they come
back from a leave of absence).
In the tables below for each of the designated groups, there are columns for “Workforce
Availability.” To put it simply, these numbers give an estimate of how many people would be
available for each job category, based on the most recent Census (2006) and our own data
(using a formula suggested by Human Resources and Skills Development Canada). The figures
are benchmarks, and comparing them with our actual numbers gives us an indication of how
well we’re doing in attracting and retaining talented people from the designated groups.
Scotiabank Employment Equity Narrative Report 2012
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Again, all variances in workforce numbers in these tables are attributed to changes in employee
status, transfers within Scotiabank worldwide, or changes in National Occupation Classification
coding.
A. WOMEN IN OUR WORKFORCE
Where We Are
Compare the Workforce Availability figures in the last column of the table below with our
actual numbers each year. We have consistently exceeded the benchmarks in every category.
At the end of 2012, 66 per cent of our Canadian employees were women. That’s impressive, but
it’s important to look at how many of our managers are women. Nearly half of our
professionals are women, as are about one-third of our senior management. As always, we
want to do even better—and we will. With women in more than half of our middle
management positions, we have a strong pool of talent to draw on for our future senior
decision-makers.
There has been a slight decline in the overall representation of women in our workforce from
2011 to 2012. This is because of the demographic composition of the group of just under 1,000
employees who joined Scotiabank through our acquisition of Dundee Wealth.
Table 2: Women in the Scotiabank Workforce as of December 31
Workforce
Representation
of Women
Scotiabank
2009 (%)
Scotiabank
2008 (%)
Workforce
Availability
(2006)* (%)
68.4
32.1
69.3
31.4
69.6
30.7
62.0
24.2
52.8
53.3
52.1
52.4
51.3
46.8
47.5
48.2
49.2
38.9
Scotiabank
2012 (%)
Scotiabank
2011 (%)
66.0
33.7
67.4
33.2
52.4
46.0
Overall
Senior
Management
Middle
Management
Professional
Scotiabank
2010 (%)
*Source: 2006 Census of Canada and Employer's Internal Data, using methodology suggested by HRSDC.
What We’re Doing
Our Advancement of Women (AoW) Strategy Framework is our global, overarching plan of
action. There are seven main elements to the strategy:
1.
2.
3.
4.
5.
Senior management commitment,
Accountability,
Networking,
Mentoring,
Broadening/deepening the talent pool,
Scotiabank Employment Equity Narrative Report 2012
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6.
7.
Supporting career advancement,
Leveraging external presence.
1. Senior Management Commitment
Advancement of Women Executive Committee. Reporting directly to the Human Investment
Committee, the women and men on the Executive Committee oversee the Bank-wide AoW
strategy. In this capacity, they will approve and champion all major new and changing Bankwide AoW objectives and programs.
Advancement of Women Advisory Council. The AoW Advisory Council is a working group
responsible for informing the Executive Committee on strategic decisions. The team is
comprised of senior leaders across business lines.
2. Accountability
Our executives and business line leaders are directly accountable for the AoW in Scotiabank.
Quarterly, we track their progress on targets for women in vice-president and equivalent
positions, and for women in the “feeder pool” for these senior positions (senior managers and
directors). We also track engagement and satisfaction measures. All of these results factor into
the leaders’ own performance assessments.
3. Networking
Scotiabank Women’s Connection Network brings together our women leaders (manager to
director level) at quarterly events. They connect with peers, meet role models, and hear
presentations on career or personal development.
4. Mentoring
The Scotiabank Mentoring Toolkit offers resources, definitions, and how-to tools for
establishing and sustaining a self-directed mentoring relationship.
5. Broadening and Deepening the Talent Pool
The AoW lens is embedded into our Talent Management process to ensure that all leaders and
Scotiabankers have access to the tools, resources, support they need to grow, succeed, and
realize their full potential.
6. Supporting Career Advancement
We continue to strengthen individual capability by championing innovative development
initiatives that enable employees to reach their full potential. Providing employees with the
resources to support their development is a key component of the Bank’s Leadership Strategy.
Scotiabank Employment Equity Narrative Report 2012
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Employees are encouraged to build leadership capabilities through a blend of options, which
include experience-based learning, feedback channels, knowledge development and education.
Scotiabank iLEAD (launched in 2012), encompasses all of these areas and facilitates learning to
help employees make the transition at various points in their careers. iLEAD incorporates a
blend of learning methods, including group workshops, one-on-one coaching, peer feedback
and self-guided learning. The overall framework of iLEAD aligns to the Leader Profile and
provides employees with the foundation to become effective people managers. The Leader
Profile is the core of Scotiabank’s Leadership Strategy and it defines what it means to be a
leader at the Bank. It describes the behaviours all leaders must demonstrate, the values all
employees should model and the experiences that are beneficial for advancing to more senior
roles.
In addition to the networking opportunities already mentioned, Scotiabank Women’s
Connection Network also provides a forum for women to enrich their career and personal
development by reinforcing the support that is available to them through the Bank’s
development offering. Panels and keynote speakers offer career-planning advice, along with
tools, contacts, and resources to help women build their leadership capabilities.
7. Leveraging External Presence
We are a strong supporter of organizations dedicated to the advancement of women, especially
within the financial services industry. Our partnerships in the community provide our women
with opportunities to network or participate in public speaking engagements.

The Women’s Executive Network (WXN) is a leading Canadian organization dedicated to
promoting women in executive roles. We are the co-presenting partner in WXN’s Breakfast
Series, a total of 45 events in seven Canadian cities (Vancouver, Calgary, Toronto,
Mississauga, Ottawa, Edmonton and Montreal). We are also the co-presenting partner of
the Top 100 Awards of WXN’s Canada’s Most Powerful Women Summit.

We are a title sponsor of the Young Women of Influence Evening Series. The ten events
throughout the year (in Toronto and Calgary) include presentations on career development
and opportunities for female career-starters to connect with their peers.

For International Women’s Day (March 8, 2012), we sponsored a number of local and
global events and workshops for women employees as part of our commitment to being a
leader in the advancement of women. In Toronto, Scotiabank women attended a “Finance
for Women” luncheon and an afternoon career event. As a dedicated International
Women’s Day sponsor, as always, we supported International Women’s Day in the media.

In keeping with the Bank’s long history of supporting women and communities, in 2012 we
launched local campaigns to meet the unique needs of women’s organizations in their
localities. In Toronto, Scotiabankers participated in the third annual Toiletries Drive, where
Scotiabank Employment Equity Narrative Report 2012
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employees collected essential toiletries for women’s shelters, which were then donated to
the Woodgreen Homeward Bound program. The program launched in Toronto on
March 8th and similar campaigns rolled out at Scotiabank branches and offices across
Canada.

We are a sponsor of the MomShift project, the first initiative to exclusively interview and
profile professional women who achieved greater career success in the pivotal period of
five to seven-years after starting their families. The campaign launch includes weekly blog
updates, webinars, and online seminars, all leading up to the book to be released in early
2014: The MomShift: From Maternity to Opportunity, Inspiring Stories of Career Success
After Children.
B. VISIBLE MINORITIES IN OUR WORKFORCE
Where We Are
Our dedication to diversity shows in our results. Compare Workforce Availability figures with
our numbers, and it’s clear that we consistently exceed the benchmarks. And we’ve improved
again this year.
Table 3: Visible Minorities in Scotiabank’s Workforce as of December 31
Workforce
Representation of
Visible Minorities
Overall
Senior
Management
Middle
Management
Professional
Scotiabank
2012 (%)
Scotiabank
2011 (%)
Scotiabank
2010 (%)
Scotiabank
2009 (%)
Scotiabank
2008 (%)
Workforce
Availability
(2006)* (%)
25.9
14.0
25.0
10.2
23.7
11.4
22.4
12.2
22.2
12.1
20.8
8.7
25.3
24.5
22.8
21.5
20.6
16.7
34.2
33.2
32.1
31.1
31.9
28.3
*Source: 2006 Census of Canada and Employer's Internal Data, using methodology suggested by HRSDC.
What We’re Doing
We know that diversity in the workplace does not necessarily create a culture of inclusion. That
takes effort and planned action, and we look to our employees and some key partners in the
community to help us with this.
In Canada, we have focused on supporting partner community organizations that assist
newcomers with settlement services and pre-employment training. We know that a large
number of visible minorities are also newcomers to Canada and that this source of talent is
increasingly important throughout the country. Over the last year, we have continued to work
with our partners to further develop programming initiatives that aim to better integrate skilled
Scotiabank Employment Equity Narrative Report 2012
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newcomers into the workplace while offering Scotiabankers the opportunity to engage in these
programs to develop coaching, leadership, and cross-cultural competencies.
Working with Our Key Partners:
We have continued our partnerships with ACCES Employment, the Toronto Region Immigrant
Employment Council, and the Black Business and Professional Association. These organizations
are dedicated to preparing newcomers for employment, celebrating achievement, and
promoting higher education in visible minority communities.

New in 2012. We renewed our partnership with ACCES Employment this year, announcing
a new multi-year sponsorship of the Financial Services Connections™ course. ACCES
Employment helps people from diverse backgrounds to find employment. The interactive
Toronto-based Financial Services Connections™ course is a program for finance
professionals trained in other countries. They participate in an intensive three-week course
to learn about our financial sector and prepare for Canadian accreditations. We have hired
talented individuals who have been through this program.
 Toronto Region Immigrant Employment Council (TRIEC). For the past five years, we have
partnered with TRIEC to deliver The Mentoring Partnership program at Scotiabank,
connecting Scotiabank mentors to skilled newcomer mentees in the Toronto region. Our
mentors not only benefit from the leadership competencies and cross-cultural awareness
gained through the program, but also from the life-changing impact of helping newcomers
acclimatize to the Canadian labour market, build a professional network, and begin their
new lives in Canada. With 350 registered mentors and 420 completed partnerships
achieved thus far, our enthusiasm in the program speaks to the mentoring culture we foster
and embrace at Scotiabank. We also support TRIEC’s Professional Immigrant Network’s
(PIN’s) initiative and website, recognizing how important it is for newcomer groups to
network with one another and gain Canadian workplace knowledge specific to their
professional membership and sector.

ALLIES. We partner with ALLIES (Assisting Local Leaders with Immigrant Employment
Strategies), which provides resources and funding to immigrant employment councils.
These employer-led councils also include community organizations, post-secondary
institutions, assessment service providers, labour organizations, immigrant professional
associations, and all three levels of government. For more information, please visit
alliescanada.ca.

BBPA (Black Business and Professional Association). We are proud partners of the BBPA
and continued our support of many of their key events and initiatives in 2012 to address
equity and opportunity for the Black community in business, employment, education and
economic development. These include the Harry Jerome Awards, National Scholarship
Fund and National Black Business and Professional Convention.
Scotiabank Employment Equity Narrative Report 2012
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We are also actively involved in events that support newcomers in employment:

Hire Immigrants Ottawa’s Employer Council of Champions Summit. This is an annual event
with three major parts: i) a learning exchange for HR and hiring managers; ii) a networking
event for employers and skilled immigrants; and iii) the Breakfast of Champions and
Awards.

Canadian Immigrant Job, Education and Settlement Fair. Scotiabank was a founding title
sponsor of this event, and we continued as title sponsor in 2012. Our recruiters were
present at the Scotiabank booth and we also conducted job search workshops to help
newcomers with cover letters, resumes, and job search strategies. The fair attracted around
1,800 newcomers.
Engaging our employees:
We support the creation of Employee Resource Groups (ERGs) as a forum for employees to
network and communicate about issues in the workplace that are important to them. More
importantly, ERGs help create a sense of community and provide an opportunity to be involved
directly in shaping our culture of inclusion. We currently have seven active ERGs, with
membership and new chapters expanding across Canada. Scotiabank Intercultural Alliance,
HOLA Scotiabank and Scotiabank Caribbean Network specifically attract employees from the
Visible Minorities designated groups. Near the end of 2012, we were pleased to see the
grassroots development of a new ERG, Scotiabank South Asian Alliance, to be launched in
2013.
Overall, we are very proud of the steps we have taken in the last year to assist in building a
system of support for newcomers, many of whom are visible minorities. The variety of
initiatives in which we are involved offers many ways to help newcomers navigate the job
market and find suitable and challenging careers in Canada – often, with Scotiabank.
C. ABORIGINAL PEOPLE IN OUR WORKFORCE
Where We Are
In 1971, we were the first Canadian chartered bank to open a branch on an Aboriginal reserve.
We now operate four on-reserve branch locations and 27 Aboriginal banking centres across
Canada.
From 2008 to 2011, despite our continuing efforts to recruit candidates from Aboriginal
communities, representation remained static. We know that other financial institutions faced
the same recruitment hurdles. In 2012, we are proud to see positive movement, with our
representation moving the dial to 1.2 per cent. This reflects our continued and strategic efforts
in support of the Aboriginal community through education, financial literacy training, and
career support.
Scotiabank Employment Equity Narrative Report 2012
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To build on this momentum and to further enhance our efforts to recruit Aboriginal candidates,
we will be expanding our recruitment staff to include a dedicated Aboriginal recruiter, to be in
place for the 2013 fiscal year.
Table 4: Aboriginal Peoples in Scotiabank’s Workforce as of December 31
Workforce
Representation of
Aboriginal Peoples
Overall
Scotiabank
2012 (%)
Scotiabank
2011 (%)
Scotiabank
2010 (%)
Scotiabank
2009 (%)
Scotiabank
2008 (%)
Workforce
Availability
(2006)* (%)
1.2
1.1
1.1
1.1
1.1
1.7
*Source: 2006 Census of Canada and Employer's Internal Data, using methodology suggested by HRSDC.
What We’re Doing
Progressive Aboriginal Relations (PAR) Gold Level (Canadian Council for Aboriginal Business
Relations). PAR is a certification program that confirms corporate performance in Aboriginal
relations at the Bronze, Silver or Gold level. Scotiabank’s Gold certification recognizes our
continued dedication to Aboriginal initiatives, our activities in support of prosperity in
Aboriginal communities, and our dedication to building a culture of diversity and inclusion. PAR
Gold is Canada's only recognition of performance and success in building positive relations with
Aboriginal businesses, people and communities. PAR companies have demonstrated the ability
to establish effective programs and policies to maximize involvement with the Canadian
Aboriginal community. Through PAR, organizations are able to conduct a comprehensive selfassessment of their performance. The results and findings are externally verified and rated by a
PAR jury for designation of PAR certification at the Bronze, Silver or Gold Level. Gold certified
companies have exhibited long-standing leadership and sustainability in Aboriginal relations.
Young people in Aboriginal communities tend to gravitate toward post-secondary education in
the health and social sciences fields rather than finance. Recognizing that trend led to our focus
on Aboriginal youth. We want to show them the interesting careers we can offer, and we’ve
already laid some important groundwork. We partner with four other banks in FIPAR (Financial
Industry Partnership for Aboriginal Relations) to support fipar.ca, a website targeted to
Aboriginal youth. It includes information on careers in the banking industry and other
opportunities.
We support the Martin Aboriginal Education Initiative (MAEI), a two-year (CND$280,000 per
year) sponsorship for an on-reserve youth entrepreneurship program, the first of its kind in
Canada. In connection with this initiative, in December 2010, Scotiabankers began to
participate in a mentorship program with Aboriginal students from grades 9 and 10. Scotiabank
continues to focus on the advancement and education of Aboriginal youth. We expect to see
results as those young people enter the workforce. Meanwhile, we’ve stepped up our
recruitment efforts in Aboriginal communities across the board.
Scotiabank Employment Equity Narrative Report 2012
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Scotiabank continues to make a positive impact on local communities around the world with
our global Bright Future program. For more information on the program and the great work
being done, please visit scotiabank.com/brightfuture.

We partner with the Aboriginal Human Resources Council (AHRC) as a way of deepening
our commitment to the Aboriginal community and our Aboriginal employees. Through the
partnership, we annually sponsor the Inclusion Works Career Fair and offer employees at
all levels the opportunity to attend national AHRC events. This gives our non-Aboriginal
employees an opportunity to better understand the challenges facing Aboriginal people in
the workforce.

The AHRC supports the Scotiabank Aboriginal Network (one of our Employee Resource
Groups) with customized training, resources, and articles for The Diversity and Inclusion
Fountain (our internal website). The involvement of its Executive Champion – Anatol von
Hahn, Group Head, Canadian Banking – plays a key role in fostering this tripartite
relationship between the AHRC, Scotiabank, and our employees.

We partner with Nation Talk, a national communications hub available online and by fax
service. The partnership enables our recruiters to post jobs directly on the website and
gives us opportunities to highlight Scotiabank as an Employer of Choice.

In 2012, we participated in several other career events and job fairs to broaden our
outreach to Aboriginal communities:

INDspire’s Soaring Indigenous Youth Career Conference: This series of one-day career
conferences gave Indigenous high school students valuable resources and information
on career opportunities while promoting the significance of education in labour
market participation. Students learned about a range of job options and met and
spoke with some of Canada's top corporate and Indigenous business leaders. Our
recruiters connected with students through financial literacy workshops and at our
career booth.

Aboriginal Women in Leadership Forum and Scholarship: Scotiabank was the
presenting partner at the 2012 Forum, uniting people from all backgrounds to
celebrate the achievements of accomplished Aboriginal women. Two $1,000
Scotiabank Aboriginal Women Leaders Scholarship Awards were presented to two
post-secondary students studying in the financial services area.

Scotiabank proudly supports the 7th Generation Charity and the MBA Bridging
Program at the University of Saskatchewan’s Edwards School of Business.

Partnering with the MAIE, we launched mentorship programs in Winnipeg and
Edmonton through which secondary school students are mentored by Scotiabankers.
Scotiabank Employment Equity Narrative Report 2012
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
In October 2011, MAEI and Scotiabank partnered to launch a first-of-its-kind onreserve youth entrepreneurship program at Oscar Lathlin Collegiate at Opaskwayak
Cree Nation. The program encourages students to stay in school where they can
develop the attitudes, knowledge, and skills necessary to achieve success in secondary
school, postsecondary education or training, the workplace, and daily life. Students
are given entrepreneurial experience and the opportunity for business ownership.

Scotiabank and INDspire launched the Scotiabank Business and Commerce Bursary
Award for Aboriginal business and commerce students. The award fund, which
continues until 2013, will provide CAD$20,000 annually to help Aboriginal business
and commerce students pay for the costs of their education.
D. PERSONS WITH DISABILITIES IN OUR WORKFORCE
Where We Are
Given our passion for creating an inclusive and accessible workplace, we have been concerned
and frustrated by the mixed results we’ve achieved in recruiting persons with disabilities. We
are still shy of the Workforce Availability benchmarks, except at the middle management level.
There, we are well in excess of the benchmark, which means that we are building a substantial
pool of talent poised for future senior management positions.
Table 5: Persons with disabilities in Scotiabank’s Workforce as of December 31
Workforce
Representation
of Persons with
disabilities
Overall
Senior
Management
Middle
Management
Professional
Scotiabank
2012 (%)
Scotiabank
2011 (%)
Scotiabank
2010 (%)
Scotiabank
2009 (%)
Scotiabank
2008 (%)
Workforce
Availability
(2006)* (%)
3.3
3.8
3.9
4.1
3.8
4.2
2.2
1.9
2.3
2.3
2.9
3.2
3.6
4.8
5.1
5.1
5.0
3.2
2.4
2.5
2.8
3.0
2.8
4.5
*Source: 2006 Census of Canada and Employer's Internal Data, using methodology suggested by HRSDC.
We realize that many of our employees may not fully understand the importance of selfidentifying as a person with a disability on our Workforce Census. We continue to actively
examine the possible reasons for this to guide our continuing efforts to build awareness. In
2012, we refined the related census questions to widen the scope of potential responses:
1) Employees may identify themselves as persons with disabilities who do not consider
themselves to be disadvantaged in employment; or
2) Employees may identify themselves as persons with disabilities because they fit within
the definition set out in the Employment Equity Act based on their belief that any
Scotiabank Employment Equity Narrative Report 2012
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potential or current employer would consider them disadvantaged because they are
persons with disabilities.
With the addition of this self-identification option, we fully expected the shift we have seen. As
of December 31, 2012, 1.01% of employees have identified themselves as persons with
disabilities who do not feel disadvantaged at work. This is a direct reflection of the positive
impact of our culture of inclusion, which provides every opportunity for persons with
disabilities to have a rewarding career at Scotiabank. When the two response options are
added together, our total workforce representation of persons with disabilities is 4.31%.
What We’re Doing
We have a Manager, Workforce Diversity whose primary role is to recruit persons with
disabilities. A key element of this role is outreach to educate employees, students, and
members of the public about employing persons with disabilities. Our policies reflect our
commitment to supporting our employees who have disabilities by providing assistive
technologies, resources and flexible work arrangements, as required.
With our key partner community agencies we support persons with disabilities through
research and by participating in events and initiatives that promote employment of persons
with disabilities.

Ontario JOIN (Job Opportunity Information Network) is one of Canada’s leading
organizations specializing in recruitment of persons with disabilities and issues related to
disability in the workplace. We leverage Ontario JOIN’s expertise and support many of their
initiatives, like the Business Leaders Network. We are the Title Sponsor of the Annual
Conference, and the proud co-founder of the Mentoring Connection, the only initiative of
its kind, in which Scotiabankers mentor job seekers with disabilities.
New in 2012. Ontario JOIN launched the first annual Career Fair for job seekers with disabilities,
the only career fair of its kind in Ontario, and we were front and centre with our Scotiabank
Comfort Zone. Our Workforce Diversity team conducted a workshop on how to apply for
careers at Scotiabank through our scotiabank.com/accessyourcareer website, and our Brand
Ambassadors and Scotiabank Universal Access Employee Resource Group members met with
hundreds of job seekers and provided coaching and guidance on careers at Scotiabank and our
culture of inclusion.

New in 2012. We partnered with NEADS (National Educational Assistance for Disabled
Students) by sponsoring the National Disability Scholarship program and awarding a
Scotiabank scholarship to a post-secondary student.
Scotiabank Employment Equity Narrative Report 2012
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
Capilano University student scholarship. We are proud to partner with Capilano University
to offer customized scholarships to students with disabilities who are completing a
business education. The support gives essential financial assistance.

Canadian Working Group on HIV and Rehabilitation. We sponsored the research report
Evolving the workplace: Identifying opportunities to support people with episodic
disabilities in employment. Using a cross-disability approach, with a specific focus on the
episodic nature of many disabilities, an extensive survey of stakeholders and key informant
interviews were conducted to gather data on knowledge of episodic disabilities and
employment accommodation strategies; current employment activities; needed support
for further capacity building in the area of episodic disabilities and employment; and the
experiences and needs of people with episodic disabilities who have intermittent work
capacity.

We hold formal networking career sessions about four times a year. Hiring managers meet
potential candidates with disabilities who are introduced to us by our community partners.
These candidates have been pre-qualified for current opportunities. At the end of the
session, the managers select candidates for further interviews. Candidates apply for
existing positions, or we hire them for internships that offer work experience and the
possibility of eventual permanent employment.

All new Scotiabank branches and all facilities in Canada that have undergone major
renovations since 2003 meet or exceed the Canadian Standards Association (CSA)'s
accessibility guidelines.
For a complete listing, please see the Scotiabank Diversity and Inclusion website at
scotiabank.com/diversityandinclusion or our Corporate Social Responsibility Report at
scotiabank.com/csr.
RECRUITMENT
We understand that offering assistance and accommodation during recruitment and selection
enhances our ability to attract diversity in talent. This is why we provide options for how to
apply for careers at Scotiabank.
Our Career Site invites specialized talent to join us through specialized job opportunities.
Through a state-of-the-art user experience, it aims to show how Scotiabank can add value
matched to personal interests. The site is instrumental in connecting individual business lines
and the entire corporation to candidates with disabilities, Aboriginal talent, and newcomers to
Canada. It also supports our master brand strategy to position Scotiabank as an employer of
choice.
Scotiabank Employment Equity Narrative Report 2012
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

New in 2012. scotiabank.com/careers now has microsites to respond to individual
interests and needs.

New in 2012. scotiabank.com/accessyourcareer is our new career microsite with
information on how we accommodate our employees, our culture of inclusion and
answers to frequently asked questions commonly asked by persons with disabilities
when applying for careers. If applicants choose to self-identify as a person with a
disability, assistance during recruitment and selection will be provided by our Diversity
Recruitment Team.

New in 2012. scotiabank.com/aboriginaltalent, a new career microsite, profiles our
long-standing history within the Aboriginal community in Canada and our internal
network and community of employees passionate about Aboriginal inclusion at
Scotiabank. Applicants choosing to self-identity as Aboriginal, First Nations, Inuit, or
Métis have the option of receiving support during recruitment and selection from our
Diversity Recruitment Team.

New in 2012. scotiabank.com/newcomers is our career microsite dedicated to helping
newcomers to Canada connect with our community partners for training and
development opportunities to start their career at Scotiabank.
Career Edge Organization is a private sector, not-for-profit organization that works with
major employers to provide work experiences through internships for skilled newcomers
to Canada, recent graduates from Canadian universities and colleges, and persons with
disabilities. This partnership has been a great source of talent for our entry-level positions.
In this case, the emphasis is more on finding the right fit for the organization and then
training for the appropriate skills once the individual is hired. Please visit
careeredge.ca/en/home.
IV. OUR CULTURE OF INCLUSION
As we’ve said, employment equity is more than numbers. True equity also means a workplace
where everyone feels valued and respected, and knows that they belong. We promote and
reinforce those qualities in our workplace in many different ways:
A.
B.
C.
D.
E.
Communication and engagement,
Responding to employee concerns,
Policy framework,
Learning and development,
Employee health.
Our initiatives in these areas apply to all of our employees and we think it’s important to stress
that we value and respect all of our employees whatever their abilities.
Scotiabank Employment Equity Narrative Report 2012
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A. COMMUNICATION AND ENGAGEMENT
Let’s talk. Let’s get involved. For us, those are two key ways to promote engagement. “Let’s
talk” means two-way communication—we keep our employees informed, but we also
encourage them to give us feedback and ideas. “Let’s get involved” means that we give
Scotiabankers a voice in issues that matter to them and a role in shaping our programs and
achieving our employment equity goals. We also encourage their involvement in the
community and we count on them to drive our many charitable and community events.

New in 2012. In our annual employee survey, ViewPoint, we included four additional
questions to get feedback from our employees on Scotiabank’s HR policies and procedures.
The questions related to the availability, ease of understanding, and use of Scotiabank’s HR
policies, as well as the overall physical environment of the workplace. Results showed that
nearly all Scotiabankers know where to find information on our HR policies, with the
majority finding the policies clear and easy to understand. The majority of Scotiabankers
also agreed that HR policies are applied consistently. And 84% of Scotiabankers felt that
management cares about their health and physical safety at work, which is four points
above the norm for similar global financial services organizations.

We
welcome
the
public
at
our
Diversity
and
Inclusion
website,
scotiabank.com/diversityandinclusion. The site offers rich content, such as our diversity
history since 1889, our sponsorships, donations, and awards, employee participation
opportunities, and our commitment to Diversity and Inclusion including Employment
Equity. We’re especially proud of our “Employee Experience” videos. They showcase our
people telling their own stories about their work experience with Scotiabank. We hope
they will encourage people from diverse backgrounds to consider a career with us.
The Diversity and Inclusion Fountain is our internal website. It’s a virtual water fountain
where our employees meet to get the latest news on our diversity programs and learn how
to get involved. The calendar shows our own diversity events as well as significant cultural
and religious events around the world. And the site is a fountain of knowledge, too, with
many tools and resources for learning about a whole range of diversity topics. Linked to
the Diversity and Inclusion Fountain is our internal Scotiabank Library Services and our
dedicated “LibGuide” offering the latest news, research, and other content on Diversity
and Inclusion topics from around the world.

Team Voice gathers telephone or email feedback from our people on anything that
touches on their ability to be leaders in customer service. What they say is channeled to
the right business line for action.

Ideas In Action, the Bank's employee suggestion program, receives on average 3,000
suggestions yearly from employees worldwide. Employees can be rewarded with up to
$10,000 for implemented suggestions that result in efficiencies. Since 2005, the program
Scotiabank Employment Equity Narrative Report 2012
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has generated over $3.5 million in savings and cost reductions. Information about Ideas In
Action, including FAQs, tips and a suggestion form, is available to all employees through
various internal websites.


Our Employee Resource Groups are where our people come together to work on and
promote specific issues. We’ve mentioned some of them earlier, but here’s the full list:

Scotiabank Aboriginal Network is a forum for employees who are passionate about
employment issues that affect Aboriginal peoples, within Scotiabank and in the wider
community.

Scotiabank Universal Access brings together employees dedicated to eliminating
barriers to access in the workplace. They share experiences and best practices and
make recommendations for improving accessibility.

Scotiabank Pride’s mission is to help foster an inclusive environment where
employees and customers from the LGBT community, and their allies, feel safe,
valued, and respected.

Scotiabank Young Professionals encourage our young talent in career development,
learning, and community involvement. They also give us a fresh perspective on how to
attract, retain, and engage the next generation of Scotiabankers.

Scotiabank Intercultural Alliance was inspired by World Day for Cultural Diversity
(May 21). The members focus on ways to help employees who are settling into a new
country and workplace culture.

Scotiabank Caribbean Network was also inspired by World Day for Cultural Diversity.
The network facilitates connection and communication among our Caribbean
professionals and their champions.

HOLA (Hispanic Organization for Leadership and Advancement) Scotiabank provides
a forum to contribute to the leadership development of its members and promotes
awareness of Latin cultures.

Scotiabank South Asian Alliance, is our newest addition, and like all ERGs, it is an
employee initiative. The group is in the planning stage now and will launch the ERG in
2013. Its mission is to support the integration of South Asian employees and augment
Scotiabank’s diversity and inclusion initiatives, by promoting opportunities for
networking, professional development, and celebration of a rich cultural heritage.
Scotiabank Women’s Connection Network is similar to an ERG, but is based on quarterly
networking events for women on the path to leadership roles at Scotiabank (Manager to
Director level). ScotiaWomen’s Connection gives them the opportunity to build networks
with their peers and to meet our senior female leaders who serve as role models.
Scotiabank Employment Equity Narrative Report 2012
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
The Scotiabank Employment Relationships Council (SERC) is like a microcosm of our
workforce. Its members represent our Canadian regions and several international
locations, job levels from clerical to senior management, and our various business lines.
SERC has always enjoyed diversity in its membership, including representatives from our
Employee Resource Groups. Since last year, SERC has also included representatives from
the Advancement of Women, Equity and Diversity Committee from our International
Banking division.
SERC keeps an eye on our quarterly “People Plan,” which measures our progress toward
achieving our diversity goals. The members meet quarterly to review our results and
explore ways to attract and retain diverse talent.
Our policies and practices aim to reflect our culture of inclusion and increase employee
engagement. SERC brings the employee voice and experience to the table at the
development stage, and is a great sounding board. In the past year alone, SERC gave us
valuable input on our Accommodation policy, our diversity and inclusion training program,
and our Days of Awareness events.
B. RESPONDING TO EMPLOYEE CONCERNS
We do everything we can to treat our employees equitably and maintain a work environment
that promotes personal productivity, individual goals, dignity, and respect for all employees.
But it’s inevitable in a large organization like ours—there will be employees who have conflicts
or concerns.
We encourage our employees to come forward with what’s troubling them and not let problems
escalate. Some people are more comfortable with a formal process and others prefer a more informal
approach. By offering options, we think employees are more likely to speak up.
Scotiabank encourages open, two-way communication about issues and concerns in the
workplace and strongly supports an environment where Scotiabankers can communicate about
issues or concerns freely.

New in 2012. Scotiabank launched an enhanced workplace issue resolution process,
Pathways to Resolution, in tandem with our Global Principles on Non-Discrimination in
the Workplace. Together, these initiatives promote a clearer, more open and flexible
means of addressing workplace concerns.
Under the Pathways to Resolution process, Scotiabankers have the following options:

Raising issues directly with their manager or supervisor through an official “Open
Door” approach with the option of escalating to senior management directly; or

Seeking support (confidentially, if desired) through the Staff Ombuds Office; or
Scotiabank Employment Equity Narrative Report 2012
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
Speaking with an Employee Relations Officer or a Local HR representative.
Training is available to employees through online courses that provide skills, techniques
and confidence to raise issues directly and in a timely manner. A poster and brochure are
available globally to all Scotiabankers.
Within the Pathways to Resolution policy, employees can expect the following:

Receive information on the resources available to assist in addressing questions and
concerns;

Be treated with fairness, dignity and respect, without fear of retaliation if they raise a
concern;

Have concerns taken seriously and handled with sensitivity, confidentiality and
consistency;

Receive a timely response to questions or concerns; and,

Receive an answer to or a decision about a concern, where necessary, and an
explanation of the rationale behind it.

The Staff Ombuds Office is an independent internal department that reports directly to
the President & CEO and serves Scotiabank globally, in English, French, and Spanish. The
office is dedicated to supporting Scotiabank in its commitment to treating all employees
fairly. Our employees can turn to the Ombuds Office in confidence for help with preventing
and managing conflicts and concerns. The office works with employees to identify options
and alternatives for resolving their conflict or concern and also helps parties resolve
communication breakdowns.

Scotiabank’s The Whistleblower Policy and Procedures is a supplement to the Guidelines
for Business Conduct and is designed as a control to help safeguard the integrity of
Scotiabank’s financial reporting, its business dealings and to support adherence with the
Guidelines. The Policy requires all directors, officers and employees to report concerns in
these areas:


Financial reporting,

Suspected fraudulent activity,

Breaches of the guidelines and other compliance policies,

Retaliation or retribution against an individual who reports a concern.
The role of Employee Relations is to provide specialized expertise to employees and
managers to address and resolve contentious employee issues. Their responsibilities
include providing guidance and direction to employees so that they can address their
Scotiabank Employment Equity Narrative Report 2012
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concerns directly with their supervisors or managers. In some instances, if appropriate,
Employee Relations may help facilitate the discussion between the employee and
manager. Employee Relations may mediate or investigate disputes and advise on matters
relating to employee relations and human resources policies.
C. POLICY FRAMEWORK
Some of our policies have been in place for a long time, but not one of them is carved in stone.
As part of our Global Human Resources Policy & Compliance Framework, all policies are
subject to a system of comprehensive and regular policy review. New policies and any changes
to existing ones have to pass a rigorous review by our stakeholders and mandatory approval by
our legal department.

Guidelines for Business Conduct is a key document. It sets out our standards of behaviour
in the equitable treatment of all members of our workforce. All Scotiabankers, at every
level, must acknowledge annually, in writing, that they have read, understood, and adhere
to the guidelines.

In our Human Rights Policy, we make it clear that we will not tolerate any behaviour that
conflicts with the spirit or intent of the Canadian Human Rights Act or other human rights
and anti-discrimination laws that apply to our subsidiaries or operations outside of Canada.

Our Flexible Work Options Policy provides a set of options to manage where and when
employees do their work. These include flextime, compressed workweeks, job-sharing,
temporary moves from full-time to part-time work; work at an alternate location, and
phased retirement. Our Policy also has guidelines and checklists to help employees and
managers determine which flexible work option suits their needs.
Studies have repeatedly shown that Flexible Work Options not only enable employees to
better balance both personal and work commitments, but may also provide additional
benefits such as reduced commuting time, reductions in stress, as well as financial savings.
Organizations benefit from a more engaged and committed workforce, improved
productivity, and in some cases, reduced real estate expenses.

Our Workplace Accommodation Policy addresses accommodation for employees with
disabilities and other needs based on human rights protected grounds.
D. LEARNING AND DEVELOPMENT
The diversity journey at Scotiabank leads employees towards creating an inclusive culture
through open-mindedness and awareness of different perspectives.
We believe that a culture of inclusion positively impacts our business goals as an organization:
Scotiabank Employment Equity Narrative Report 2012
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
Sustainability and the bottom line,

Creativity, innovation, and collaboration,

Employee engagement and enthusiasm,

Continuous learning and improvement.
Good training sets the stage for creating and reinforcing our culture of inclusion. We make sure
our employees gain the knowledge that leads to better understanding of others’ needs,
perspectives, and rights. Training is also a way to send a clear message about the depth of our
commitment to employment equity, and about the details of our policies.

New in 2012. We are designing an e-learning course, “Accessibility for Customers and
Employees with Disabilities,” to meet the Accessibility for Ontarian's with Disabilities
(AODA) Customer Service Standard. Employees will learn how to provide better customer
service to persons with disabilities, and the course will also assist them in their interactions
with fellow Scotiabankers. The course will be delivered to all employees in Canada in early
2013.

My Learning Centre is available to all employees on our internal training portal. We offer
several courses related to Diversity & Inclusion, such as Getting Past Clashes, Managing
Team Diversity, Managing Diversity Simulation, Stakeholder Interests, Cultural Diversity,
Creating and Maintaining a Positive Work Environment: Improving Your Cross-Cultural
Communications, Management Essentials: Caring about Your Direct Reports, and Sexual
Harassment at Work.

Our Employee Relations department delivers core employment equity training
components, including focused presentations, tailored to job level, on subjects like
Absenteeism, Human Rights, Appreciating Diversity, and Respectful Workplaces. As an
example, Absenteeism Management Training teaches our managers about the need for
accommodation when absenteeism relates to managing a disability.

Training for recruitment, interviewing, and selection includes equity principles, the
purpose of employment equity and human rights legislation, appropriate questions to ask
in a selection interview based on the Canadian Human Rights Act, recruitment strategies
for creating a diverse workforce, and the importance of leveraging diversity.
E. EMPLOYEE HEALTH
By integrating wellness into our programs and policies, it becomes a part of our Scotiabank
culture. We offer a variety of programs and services to support, encourage, and promote
Scotiabank Employment Equity Narrative Report 2012
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sustainable, healthy lifestyles for our employees. These programs and services are outlined on
our internal website, HR Passport, and include the following:

New in 2012. Scotiabank launched Scotiabank Vitality, a health and wellness website for
employees and their family members in Canada. The site provides a rich bank of
information, tips, and tools in the areas of home, health, work, and wealth.

Our Employee Assistance Program (EAP) offers confidential, professional counselling
services (in person, by telephone, or a variety of electronic formats) and specialized
services that promote health and wellbeing (such as nutritional counselling, smoking
cessation, work/life solutions, resiliency coaching, and mental health management). This
program gives our diverse workforce, and their eligible family members, access to sensitive
and relevant support to meet individual needs.

The Health Assistance Program (HAP) is a confidential telephone service offering practical,
personalized help with non-urgent physical health matters and health-related lifestyle
choices. It helps our employees and their families identify personal health risks and make
healthy choices to feel better now and prevent more serious illness or disability later. The
HAP assesses health risks, creates an action plan, and motivates behaviour change. It
works in conjunction with the Bank’s Health Risk Assessment.

Health Risk Assessment (HRA) is an interactive online health questionnaire to help
employees identify and evaluate their personal health risks. When used in conjunction
with our Health Assistance Program, employees can identify their health risks and develop
a plan to address them through sustainable, healthy, lifestyle changes.

Through Best Doctors Inc., seriously ill employees (and their eligible family members ) and
their treating physicians can connect with world-renowned specialists to confirm the right
diagnosis and treatment options, without having to leave home. In 2012, Best Doctors
launched “Ask the Expert”, a network of 50,000 specialists who provide answers about
basic health conditions and treatment options. Employees on short-term or long-term
disability participate in an ActiveTreatment Plan, a comprehensive treatment plan
designed to promote wellness, build resiliency, and help employees return to health and
productivity, both at work and at home. Case Managers work with employees and their
physicians to create a personalized plan, which includes access to community programs
and resources in addition to Scotiabank programs and services.

WorkAssist is a counselling service to help employees on short-term or long-term disability
return to healthy and productive living. WorkAssist can also help employees who are able
to continue to work but need some help to manage stress, anxiety, or depression.
Scotiabank Employment Equity Narrative Report 2012
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V. INVESTING IN THE COMMUNITY
We support the communities where we operate by investing both financial and human capital.
In 2012, we contributed over $50 million to community causes in Canada and around the world.
Of that total, just over $40 million went to charitable initiatives in Canada. Our support focused
mainly on health, education, environment, social services, sports, and arts and culture. Through
our formal programs alone, this year our employees dedicated more than 500,000 hours to
volunteering and fundraising in some 3,600 community initiatives and events.
We set objectives for our community involvement and report on our progress in our annual
Corporate Social Responsibility Report (see our Corporate Social Responsibility website at
scotiabank.com/csr).
We have a dedicated budget for sponsorships and donations to support organizations that
serve the needs of the members of designated groups. We focus our diversity sponsorships at
the community level, in the areas of education and career or professional development. We are
particularly interested in partnering with non-profit and charitable organizations that can help
us strengthen our relationships with designated groups. We only allocate funding if the
proposal focuses on one or more designated groups and if it supports career or professional
development, education, or both.
A LAST WORD
Over the years, we have established a culture of inclusion that is the heart of our Global
Community of Scotiabankers. It’s a big part of what makes Scotiabank such a great place to
work. It is who we are and who we aspire to be. We are proud of the accolades we receive for
our approach, but part of that approach is to continually try to do better. We are confident that
our Global Diversity and Inclusion Strategy is the right blueprint for more progress toward
employment equity, and that it will help make Scotiabank an even better place to work.
Scotiabank Employment Equity Narrative Report 2012
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APPENDIX A: AWARDS AND ACHIEVEMENTS
Once again, we have received recognition and awards from several international and Canadian
institutions for our achievements across business lines and in areas related to innovation,
customer service and satisfaction, and financial services criteria.

Global Bank of the Year 2012, & Bank of the Year in Canada, Latin America, Antigua,
Barbados, Belize, Turks & Caicos, British Virgin Islands (The Banker, December 2012).
Scotiabank was named the Global Bank of the Year, as well as Bank of the Year in eight
countries/regions by The Banker, a leading international finance and investment magazine
that is part of the Financial Times Group. The awards reward and promote industry-wide
excellence in the global banking community, specifically recognizing those banks that
delivered shareholder returns and gained a strategic advantage. This was the first time a
Canadian bank received this recognition.
scotiabank.mediaroom.com/index.php?s=31931&item=135221 (calendar year 2012/fiscal
2013)

Best Workplaces in Canada (Great Place to Work® Institute). Scotiabank was named one
of the 100 Best Workplaces in Canada for the third consecutive year. Selection for the Best
Workplaces list is based primarily on responses to a proprietary Institute employee survey
about the level of trust and quality of relationships in the respective organization. The
Bank scored well in all categories of the study, and received marks that were above the
benchmark for large workplaces across three of the Institute's five Work Trust Index
categories: Credibility, Pride and Camaraderie. scotiabank.com/greatplacetowork (2012)

2012 Diversity Index (Corporate Knights). Scotiabank was recognized on this index for the
fourth year in a row, tying for fifth place with a score of 14.29%. The index measures visible
minority and Aboriginal representation on Canadian boards.
corporateknights.com/report/2012-diversity-index/visible-minority-aboriginalrepresentation-canadian-boards
For more information on Scotiabank awards, please visit scotiabank.com/careers.
APPENDIX B: SPONSORSHIPS AND DONATIONS
Please see our Diversity and Inclusion website at scotiabank.com/diversityandinclusion for a
complete portfolio of Sponsorships and Donations.
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